Rol Fessenden wrote:
> I still do not understand the distinction between judgement and feedback.
> It seems to me that feedback, by its nature is going to result in some
> level of judgement. If it is handled carefully and professionally, the
> judged person will feel that it is a constructive experience. Otherwise,
> the judgement itself will loom over and overwhelm any potential good that
> could have occurred. Isn't this a difference in execution? Isn't the
> intent the same in both cases, just one is executed far more
> constructively?
Actually, Feedback, in its technical sense (as I understand it and
use it) has specific components that distinguish it from criticism (or
judgment). Some laypersons want to call it "constructive criticism."
However since feedback has no evaluative component, it is really not
criticism at all. Constructive criticism is a valid term that describes
_evaluative_ statements with a positive intent that include acceptable
options for alternate behaviors.
Feedback describes a behavior and gives a reaction to that
behavior. Feedback is descriptive rather than evaluative. Feedback is
specific rather than general. Feedback is solicited rather than imposed.
Feedback is delivered in a timely manner. Feedback is designed to help.
In other words, Feedback is a _technique_ with specific parameters
designed to deliver information to an individual about other people's
reactions to his/her behavior(s).
When you stand in front of a mirror, you receive visual feedback
on your appearance. When you listen to your voice on tape, you receive
auditory feedback on what you sound like. However, for interpersonal
feedback, you must ask another person for reactions to your behaviors.
Criticism: "You're driving too fast and reckless."
Feedback: "When you drive at this speed, it makes me
uncomfortable and afraid."
Criticism: "You really messed up that presentation."
Feedback: "When you talked softly during your presentation, some
of us had difficulty hearing what you were saying."
Criticism: "You are not producing nearly as much as the other
people and you are late for work way too often."
Feedback: "I'm concerned about your output compared with the other
people and it makes it difficult for us when you show up late for work."
As you can see from the examples, feedback can be used in an
interpersonal context and in an organizational one. However, what most
MBA's and untrained managers _call_ feedback is not really feedback, but
simply disguised criticism. Therefore, it has no better effect on the
employee, colleague, friend, acquaintance, than does undisguised feedback
-- it creates resistance.
-- @__Roy_J._Winkler,_AAS,_BSM... @__Consultant/Facilitator/Trainer__UAW-GM @__Organization/Human-Resource_Development @__Anderson,_Indiana,__USA__ rwinkler@iquest.net